Mike Stinger

Over the last couple of days, the food world has been abuzz about the long-anticipated sale by General Mills of the Yoplait brand and its assets. Many have talked about Yoplait's slow entry into the emerging Greek yogurt segment, slower growth and lower margins of the U.S. yogurt category, and the relatively low price-to-sales ratio. that General Mills received in the deal - probably warranted based on where the business is today But I wanted to address the transaction as someone who worked in Yoplait twice during my time at General Mills; I spent about 6 of my 13 years at the company in that division over two stints from 1998-2002 and 2008-2010 as an assistant marketing manager, marketing manager, and marketing director. For all of the issues Yoplait has had in the past decade, in the early part of this century, Yoplait was THE place to be in General Mills. Yogurt was the category for health, innovation, and significant growth. But it was also a great place to work because of the culture - and that's not intended as a yogurt pun! Within Yoplait there was a different vibe - there was more continuity of leaders in the functional areas, there was a tight-knit small company feel, there was a close connection to the plants, there was a global perspective through the Sodial relationship, and there was an amazing understanding of the consumer. One of my most rewarding special projects at General Mills was being tasked by Ian Friendly in 2002 to create a video on the history of Yoplait as part of the 25th anniversary celebration (for General Mills licensing the brand). I got to interview and film past presidents of Yoplait and learn about the growth of what was at the time one of the most successful startups cultivated by General Mills. One resounding theme from everyone I spoke with was the importance of creating and cultivating a strong culture in the business. That is something that has stuck with me throughout my career as I have gone to lead two organizations as a CEO. I am strong believer that you can drive strong results for a year or two, but to truly have sustained excellent results on a business it comes from building a strong culture that everyone buys into and it starts with leadership. I can't speak to the last 14 years in Yoplait, but I am grateful to the leaders in Yoplait during my time there who were very focused on the culture that drove sustained success for many years and provided me with many of my best career lessons. https://lnkd.in/g-ZddHJe.

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“I thought it was absolutely essential to carve out our hard discount in a separate division” Bank told investors Thursday (Feb. 22). “I want to really operate the hard discounters as hard discounters.” Assortment strategy is one of the most important topics for CPG brands. Aldi, carries about 1400 SKUs. No Frills carries many many many more. If you don't know A) What are the two SKUs you need No Frills to carry, B) How to optimize that assortment for efficiency in labour and shoppability, 2026 might be painful. It's a long way away. But not that far away. (I have no actual knowledge on timing - but guessing that a transformation in a multitude of categories to a much more ltd assortment will take time. Some categories will likely face the pain much earlier). I'm looking forward (?) to hearing if Loblaws shares more on Hard Discount strategy at the supplier summit next week.

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Historically, there’s been an overlap between the purchasing of beer, wine, and spirits – and RTDs are amplifying this trend. Consumers are experimenting with new offerings in line with flavor forward palates, the craving for convenience, the need for functionality, and the desire to experiment. As a result, RTD products are reshaping current categories and creating an entirely new one on its own. #alcohol #beverage #fmcg #cpg #manufacturing #retail #rtd #consumerbehavious #markettrends

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How PepsiCo’s Acquisition of Siete Foods Signals More M&A Activity 🌮🥤 PepsiCo’s recent acquisition of Siete Foods for $1.2 billion highlights a growing trend in the food and beverage industry—larger companies expanding their portfolios through strategic acquisitions of niche, culturally-driven brands. This move by PepsiCo brings an authentic Mexican-American brand into its lineup while expanding its focus on better-for-you products, a rapidly growing segment as consumers continue to seek healthier, innovative food options. This deal highlights several key points that signal further M&A activity, particularly in the public and private markets: Cultural & Health-Conscious Brands are in Demand: As consumer preferences shift, larger companies are looking for opportunities to diversify their product offerings by acquiring smaller, health-conscious brands with strong cultural resonance. We’ll likely see more acquisitions targeting brands that align with wellness trends and multicultural consumer bases. Growth through Acquisition vs. Organic Expansion: Companies are increasingly opting for acquisitions over organic growth to stay competitive. Buying an established brand like Siete allows PepsiCo to tap into new consumer segments and rapidly expand its presence in the health-food space without starting from scratch. Premium Valuations for Niche Brands: The $1.2 billion price tag reflects the premium that larger corporations are willing to pay for established brands with loyal customer bases. Expect to see higher valuations for private companies that have carved out niche markets with strong growth potential. Fueling the M&A Pipeline: This acquisition is likely just the beginning of a wave of deals across the industry. With large corporates holding significant cash reserves and favorable market conditions, we can expect heightened M&A activity in both the public and private sectors as companies look to accelerate growth and innovation through acquisitions. For example, LVMH also recently made a major move by investing in French Bloom, a $100 non-alcoholic “champagne,” signaling a shift in the beverage industry towards alcohol-free alternatives. Read more about PepsiCo's recent acquisition: https://prn.to/3XYrskz If your company is evaluating its strategic growth opportunities, including potential acquisitions or positioning for acquisition, now is the time to explore the landscape. #MergersAndAcquisitions #CFOInsights #BusinessStrategy #GrowthThroughAcquisition #FractionalCFO

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For CPG brands, transparency with buyers is critical. You need to be transparent about what your capabilities are, as well as what they ARE NOT. Promising a buyer you can do something and then not delivering on that promise is the surest way to lose their trust forever. I was reminded of the importance of transparency by the latest of Ryan Holiday's books, titled, "Right Thing, Right Now." It's part of his Stoic Virtues series, and it focuses on the value of doing good in this world. One quote from the book on this topic really stood out to me: "How many marriages would survive our spouse looking at our phone? Or our boss seeing what's in our email? How many reputations would survive a lawsuit that made it to discovery? If we are inclined to hide it, we probably shouldn't do it. If we dread the publicity, maybe we are not living or doing right. " We should strive for the opposite. We want people to see what we are doing. We want to be the city on a hill. We should be the kind of person [or brand, in this case] who the more they hear about us, the more they respect and admire us." Can your company survive being an "open book" to your buyers and consumers? If not, perhaps it's time to take a look inward. #business #smallbusiness #cpg #retail #ethics #ecrmrangeme ECRM RangeMe

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An accurate take on the evolution of consumers and brand building strategies… The acceleration of FMCG/CPG startups is definitely changing the landscape and the Legacy brands will be facing a ‘change or die’ juncture! #FMCG #CPG #Consumer #Brand #Homegrown #Change

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It’s reported today that General Mills intends to divest its North American Yoplait business to Lactalis and Sodiaal. As a reminder, General Mills divested Yoplait’s business outside North America to Sodiaal back in 2021. This deal makes sense on several fronts:  - Yoplait is an outlier in the General Mills portfolio. It has a lower margin structure, a different supply chain, and a shorter shelf life than their other businesses. Given the intense competition in the yogurt category, it has been difficult for General Mills to balance competitiveness with resource allocation. For them, it doesn’t make sense to forgo selling an incremental box of Cheerios for a container of yogurt, and Yoplait will receive more attention and investment with someone else. - Lactalis is a natural fit to acquire the U.S. business. They have national distribution capabilities (a trait shared by only a few U.S. dairy companies) and have been consolidating yogurt brands like Stonyfield, Siggi’s, and now Yoplait. This acquisition brings significant scale and supply chain opportunities. I suspect they are also talking to Campbell’s about Noosa. - Sodiaal is a natural fit for the Canadian business. They built and ran this business until it was sold to General Mills as part of Yoplait International in 2011, so it’s logical for them to bring it home. Given Sodiaal’s lack of experience operating in the U.S. and their already high leverage, it makes sense that they would seek a partner to facilitate this deal. There is very little connection between the U.S. and Canadian Yoplait businesses, so this should be a clean split. A price of $2.1 billion would put the sales multiple at around 1.5x, which is at the lower end of recent transactions (Campbell’s acquisition of Sovos at 2x, Mondelez’s acquisition of Clif at 3x, and Nestlé’s divestiture of its water business at 2.4x). While the sales multiple only tells part of the story and we don’t know the exact U.S./Canadian split, Yoplait being at the lower end feels appropriate given the business’s recent slow performance. This is a classic “shrink to grow” portfolio play where there should be winners across the board. Expect more moves like this to come.

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Keurig Dr Pepper Inc. has named Drew Panayiotou as its new #CMO for U.S. refreshment beverages, overseeing a $9 billion portfolio, including brands like Dr. Pepper, Snapple Group. and Canada Dr. Drew brings deep expertise in #AI-driven marketing and #ecommerce from his time at Pfizer. His appointment underscores the growing need for enterprise-wide #data standards—ensuring consistency across brand taxonomies, proactively removing bad data, unlocking actionable insights and enabling seamless collaboration. These foundations empower marketers to deliver precise, #innovative campaigns that drive results. #datastandards #datagovernance #contentsupplychain #bigdata #CPG #digitalmarketing #Claravine

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Identify opportunities to help U.S. consumers tackle time constraints affecting their daily mealtimes. Circana's Kitchen Audit helps you develop strategies to address consumers’ evolving needs in the kitchen.

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Snacking is alive and well, and it's not going anywhere. It really doesn't matter what the causal factor is - inflation, recession, even a JFKJr "Make America Healthy Again" (I am unsure that it ever was, at least not in the last 50 years) - people will continue to snack. It's not like people don't know that it's not really good for them - heck, they know up the ying-yang that smoking isn't, and drinking isn't, but yet, not only do they continue, but, they start. Same with fast food - it's really not in decline, not in any appreciable amount. And get this - when things are tough, many consumers will treat themselves to a small indulgence, which is, guess what? A chocolate bar or bag of chips or a even a Twinkie... I don't see Americans or Canadians, suddenly on a health kick - and I am not sure what can be done to make them start. Maybe some special tax on some foods, under the rationale that they increase health costs, it might reduce consumption slightly (maybe), but I doubt it will make a dent. And God help us if everyone goes onto some form of a semaglutide - I am not sure that would be any better... ...except maybe, for the syringe manufacturers. https://lnkd.in/gPXhrYAR

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Last week, the long-awaited decision regarding the Kroger-Alberston's merger was announced, surprising many as the merger will not proceed. This outcome has sparked discussions on the implications and opportunities arising from this news. Kathy Petruzzelli and I delved into the repercussions, seeing this as a chance for businesses to reassess the roles these two retailers play in their portfolios, both today and in the future, and the effects on resource allocation in the short and long term. - How does your organization interpret this decision? - Did the preparations for the potential merger uncover any opportunities or risks that warrant consideration now? - Do you have specific strategies in mind moving forward? We welcome your insights and perspectives on this significant development. Read more about this topic here: https://lnkd.in/eG-3KU8Z

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Diageo doubles down on non-alcoholic spirits with the acquisition of Ritual Zero Proof & now owns three of the five world's largest non-alcoholic spirit brands Ritual Zero Proof was founded in 2019, and became the #1 non-alcoholic spirits player in the US after joining Diageo’s accelerator program in 2020. Five reasons why this deal makes sense: 1) Fast growing: The US non-alcoholic spirits has been the fastest growing category with +31% L5Y CAGR. 2) Incremental: 94% of non-alc buyers in the US also purchase alcoholic beverages, spending on avg $292 more than households exclusively purchasing alcohol demonstrating the incrementality of the category to beverage alcohol. 3) High Right-to-Win: Ritual is already a #1 non-alcoholic spirits player in the US, with a strong market position and tailwinds 4) Synergistic: being a #1 player globally in both alcoholic and non-alc spirits Diageo is well positioned to build on Ritual’s current success and scale it up further leveraging its GTM muscle and category expertise 5) Close to the Core: being a part of Diageo’s accelerator (Distill Ventures) since 2020, Ritual already knows what it takes to make cooperation with a spirits giant successful, limiting risks of integration challenges Exciting times for Diageo 𝗔𝗯𝗼𝘂𝘁 𝘂𝘀: FF&A solves the most complex strategic problems of the world's largest FMCG companies across Corporate Strategy, Organic Growth, Digital RTM (eCommerce, DTC, and eB2B) and M&A. 14 out of the world's 20 largest FMCG companies are repeat Clients 𝗧𝗼 𝗸𝗻𝗼𝘄 𝗺𝗼𝗿𝗲, 𝗰𝗳. 𝗼𝘂𝗿 𝗹𝗮𝘀𝘁 𝗙𝗠𝗖𝗚 𝗠&𝗔 𝗽𝘂𝗯𝗹𝗶𝗰𝗮𝘁𝗶𝗼𝗻 𝗯𝗲𝗹𝗼𝘄: https://lnkd.in/efD5RNWX 𝗧𝗼 𝗴𝗲𝘁 𝗮𝗹𝗹 𝗼𝘂𝗿 𝗶𝗻𝘀𝗶𝗴𝗵𝘁𝘀, 𝗳𝗼𝗹𝗹𝗼𝘄 𝘂𝘀 & 𝘀𝘂𝗯𝘀𝗰𝗿𝗶𝗯𝗲 𝘁𝗼 𝗼𝘂𝗿 𝗙𝗠𝗖𝗚 𝗖𝗘𝗢 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 𝗻𝗲𝘄𝘀𝗹𝗲𝘁𝘁𝗲𝗿: https://lnkd.in/ea4gy65y #fmcg #cpg #mergersandacquisitions https://lnkd.in/dXAZQ242 Pernod Ricard The HEINEKEN Company AB InBev Carlsberg Group Campari Group William Grant & Sons The Coca-Cola Company PepsiCo

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 Exposing the Dark Side of CPG Brokers: Time for Accountability I’ve seen too many small and emerging brands in the Consumer Packaged Goods (CPG) space fall prey to unscrupulous brokers. These self-proclaimed “connectors” promise vast retail distribution, big buyers, and exponential growth—yet, all too often, they deliver nothing but broken promises What Goes Wrong? Lack of Transparency: They withhold critical market insights, limiting your ability to make informed decisions. Limited Effort Post-Contract: After signing, their enthusiasm and support often evaporate, leaving small businesses stranded. No Long-Term Strategy: Instead of building sustainable relationships, these brokers opt for quick wins that rarely benefit the brand. Why It Matters For startups and small businesses, every dollar counts. Wasted resources on poor brokerage services can make or break a fledgling CPG brand. On top of that, unethical practices hurt the broader industry by eroding trust and creating barriers to entry. A Call for Accountability Ask for References: Don’t just rely on a broker’s flashy pitch. Reach out to brands they’ve represented for honest feedback. Require Transparency: Make sure every fee, deliverable, and timeline is spelled out in writing. Build a Support Network: Whether it’s through LinkedIn groups, industry forums, or fellow entrepreneurs, lean on your community to stay informed. Speak Up: If you’ve had a bad experience, share your story. Accountability starts with visibility. Join the Conversation Have you or someone you know dealt with a “bad broker” experience? What red flags do you look out for before signing a deal? Drop your insights below and let’s help each other navigate the CPG landscape more responsibly. Let’s raise our collective voice to ensure that integrity wins out and that deserving small businesses get the representation—and respect—they merit. Share this in your network: Adam Siskin Scott Glassman Russell KohnAlex Bayer Stephen Gaither Scott Lerner Eric Skae Wade Yenny Bert Cohen Chris RobbAlan Murray Maya French Shibani BalujaAdam ButlerKim Oster-HolsteinPete Maldonado

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Big news in the confectionary industry - Mondelēz International reportedly looking to acquire The Hershey Company This would clearly be a significant move for Mondelez and would gain them a leading share in the North America market where their current brands (Cadbury & Milka) do not have a large presence. Hershey had also just undergone a significant cost cutting round, making the chocolate maker more profitable despite rising costs. As prices of cocoa and other raw materials rise I believe we will see a lot more manufacturers in similar industries coming together. #grocery #omnichannel #foodandbeverage #foodindustry #foodandbev #digitalcommerce #ecommerce #cpg #cpgindustry #fmcg #fmcgindustry https://lnkd.in/e-mDiUNr

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Functional foods are more than just a fad —they’re shaping the future of health and wellness in CPG. Consumers today are actively seeking products that go beyond basic nutrition (which is still rare) , and are looking for functional benefits like added protein, gut health support, and enhanced energy. This shift is driving innovation across the food industry, as brands tap into the demand for products that fuel both body and mind. Protein Candy is trying to be a big part of this movement, bringing high fiber, low sugar, protein-packed treats to the candy aisle. It’s an exciting time to be in the space where food meets function.

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In reflecting over the past year I have a big holiday wish for all CPG trade and revenue growth professionals. My 2025 wish list for you is simple: The Holy Grail of clean data! 🏆✨ May your new year be blessed with: 📊 Scan data that magically matches your shipment data (I know, I know... but we can dream!) 🤔 Baseline calculations that don't send you into an existential crisis (or at least don't produce a phantom bump during promo periods) 📱 Sales team members who don't say "but my spreadsheet shows different numbers" 🙈 🔍 Master data where your accounts, products and prices actually match reality 💰 Retailers who send deductions with actual promotion information (revolutionary, right!) 👻 Post-event analysis where you don't have to make manual date adjustments! 💫 A world where "the system must be wrong" isn't your team's favorite phrase 🎯 And for those really shooting for the stars - post-event analytics with integrated data sources! Let 2025 be the year where we spend less time data-hunting 🕵️‍♂️ and more time actually analyzing! 📈 What's on your TPM wish list - I know there must be more! Wrong answers only! 😉 #ConsumerGoods #TradePromotion #CPG #Analytics #2025Goals 🎊

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Hey CPG Fam– If you know me, you know I love connecting and empowering members of this community. In that spirit, I will be regularly sharing resources and insights that other entrepreneurs have found valuable. My team and I have met with hundreds of CPG leaders to explore the benefits of equipment financing. This topic can be complex, and I've noticed many people share similar questions. Given that, I thought it would be helpful to use this forum to shed light on the ins and outs of equipment financing. I shot the video below during my weekly grocery shopping at Whole Foods Market. Walking through the aisles and seeing our clients' products on the shelves, knowing we played a part in getting them there, is always so rewarding! In this week's video, I discuss the two financing structures we offer (sale leaseback & drawdown funding) using WILDE CHIPS and Om Mushroom Superfood as examples. Check it out and let me know in the comments if you found it beneficial or if you have any other questions I can address. As always, feel free to reach out to me directly if you want to discuss your business needs one-on-one. Stay tuned for more! #CPGCommunity #ConsumerGoods #EquipmentFinancing101 #BusinessGrowth #FinanceSolutions  #IndustryInsights #WholeFoods #ClientSuccess  #FoodIndustry #RetailSuccess #FinanceTips

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Meanwhile in CPG news... Kroger and Albertsons announced the agreement to combine in October 2022 amounting to over 4,000 stores, which would have been one of the biggest US grocery deals in history. Today, both retailers issued statements that will end the over 2-year saga. Albertsons terminated the merger and filed a lawsuit against Kroger for several breaches of the agreement including: refusing to divest necessary assets, ignoring regulators’ feedback, and rejecting stronger divestiture buyers. Kroger issued a response suggesting Albertsons had also breached the contract. #cpg #merger #food #retail #retailers

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General Mills and Tyson Foods are advancing #digital transformation through strategic collaboration and system modernization. Cleaner #data is crucial for better consumer #insights and campaign performance, as highlighted by Jeffrey Meisel of Constellation Brands. Ashton Dollins emphasizes marketing's role in collecting data to justify #technology investments, reinforcing the #CPG giant's digital progress. #datastandards #dataquality #contentsupplychain #innovation #bigdata #mmm #digitaladvertising #Claravine https://lnkd.in/eiDA5x2U

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